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Leveraging Psychological Capital and Leadership Autonomy Support to Enhance Innovative Behavior: Mediating Role of Individual Creativity in the Hospitality Sector Nur Cahyadi; Abdul Kadir Alamudi; Mega Aprillia Pratamasari; Zaki Nur Hamam
Journal of Advanced Research in Social Sciences and Humanities Vol. 9 No. 3 (2024): JARSSH
Publisher : Journal of Advanced Research in Social Sciences and Humanities

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.26500/JARSSH-09-2024-0305

Abstract

Aim: Hospitality-related services, such as accommodation, food and beverage, and travel, are an important part of the global economy. This industry greatly helps economic growth, creates jobs, and increases tourism in many countries, including Indonesia, in addition to serving customers. The impact of psychological capital, leadership autonomy support on innovative behavior is the aim of this study.Methodology: The researchers also observed how individual creativity functions as a mediator. According to Self-Determination Theory (SDT), psychological capital, individual creativity, and innovative behavior are influenced by employees’ opinions about leaders as supporters of autonomy. This study involved 255 people, with 162 employees at Hotel Karlita, Hotel Luminor, and Wanawisata Baturraden as samples. The sampling method used was the chance sampling method. Then, the collected data were analyzed using Partial Least Squares (PLS).Findings: The results of the analysis showed that all hypotheses studied influenced creative behavior, and employees would tend to have the intention to work with strong autonomy support. In addition, factors such as creativity, leadership autonomy, and psychology also play an important role in encouraging employee innovative behavior.Implications/Novel Contribution: This research supports the theory of the relationship between psychological capital and innovation, by showing that individuals who have high psychological capital tend to be more creative and more innovative.
Linking Safety Culture and Climate to Performance: The Mediating Effect of Psychosocial Hazards among Refinery Workers at PT Kilang Pertamina International Abdul Kadir Alamudi; Putri Nilam Kencana
Journal of Advanced Research in Social Sciences and Humanities Vol. 8 No. 3 (2023): JARSSH
Publisher : Journal of Advanced Research in Social Sciences and Humanities

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.26500/JARSSH-08-2023-0302

Abstract

Aim: This study aims to examine the effect of safety climate and safety culture on safety performance and investigate the moderating function of psychosocial hazards.Methodology: This study’s population was 1145; the sample used was 296 PT employees. Kilang Pertamina Internasional in Central Jakarta. The questionnaire was given online using a Google form, and sampling was carried out based on certain criteria through a stratified random sampling method. The Slovin formula was used to get the sample size. The data was analyzed using partial least squares (PLS).Findings: The results of this investigation confirm that safety culture and climate have a significant influence on improving employee safety performance. On the other hand, psychosocial hazards are an essential factor that bridges the relationship, where psychological stress felt by employees can reduce compliance with safety procedures. The findings of this investigation also demonstrate that organizations that build a positive safety culture and climate will be able to reduce psychosocial stress, which ultimately has an impact on increasing employeecompliance with safety operational standards.Implications/Novel Contribution: Effective safety management depends not only on formal policies and procedures but also on employees’ psychological conditions and workload.